Page 434 - Six Sigma Demystified

414 Six SigMa DemystifieD

5. Effective selection of Six Sigma projects to be deployed
A. should rest with departmental managers who have authority over their personnel.
b. should be based on voting within the affected department because department
members know best what the issues are.
c. is a responsibility of more senior management, who have authority over the
cross-functional departments affected by the projects and are responsible for
achieving the strategic objectives of the organization.
d. must reside with the black belts and master black belts, who have the technical
expertise to know what is achievable.

6. Effective Six Sigma projects
A. are often cross-functional, involving multiple departments across the value
stream.
b. must not cross departmental barriers because that would greatly reduce the
chances for longer-term success.
c. target efficiencies and costs within a given department.
d. always require advanced statistical techniques, such as multivariate analysis.

7. Long-term organizational success in Six Sigma
A. is achieved one project at a time.
b. requires a commitment by management to employ data-driven decision-making
techniques.
c. requires a clear understanding of the organization’s objectives so that projects
can be directed effectively to achieve those objectives.
d. All the above are true.

8. The recommended schedule for training in conjunction with a Six Sigma
deployment is
A. train the process personnel first so that results can be achieved as soon as
possible.
b. train black belts first so that they can be inserted into various departments to
correct problems. Once they have achieved some initial results, train the process
operators so that they can assist in later projects.
c. train departmental supervisors and managers first so that they can decide which
resources in their department are expendable and can be used for Six Sigma
improvement projects.
d. train management first so that they can develop resources and projects aligned
with organizational objectives.
9. Effective Six Sigma champions
A. sponsor Six Sigma projects within their functional authority and cosponsor
projects that go beyond their functional authority.
b. rely on data-driven decision making to achieve their organizational ovjectives.
c. use data-driven decision making to resolve conflicts.
d. All the above are true.